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The increase of containership sizes driven by the need to create greater economies of scale seems to be an endless process. Vessels of more than 21,000 TEU are presently on order. The purpose of this paper is to question whether a positive effect still remains at present mega ship sizes and, even if this was the case, whether such presumably small effect would be outweighed by costly operational impacts for the lines and the ports out of the huge ship sizes.

The effect of increasing ship sizes on the three major cost items in container shipping have been investigated by extrapolating founded regression curves, applying respective physical laws and referring lumpsum crewing cost (as the major part of the vessel’s running costs) to various ship sizes.

In this paper, it is shown that further effects of lower slot costs lessen while ships get larger. Hence, a further increase in ship sizes would not significantly reduce transport costs anymore. In contrast, the necessary efforts to prepare the ports for ships of ever-increasing size are growing over proportionally with every additional metre of draught and/or beam. It is shown that an ongoing increase of containership sizes, e.g. in the Europe-Far East trade, does not bring any further benefit, neither for the ports and their terminals nor even for the lines itself and not even for the shippers! It is an amazing mechanism that all stakeholders act rationally on their own, but the overall effect for all of them (including the public) has turned into negative.

The results may pave the way for a closer cooperation among ports, e.g. within the Hamburg-Le Havre range. Ports and terminals may see the opportunity to escape the spiral of ongoing efforts for deepening and widening the fairways and installing ever-bigger gantry cranes by agreeing on a joint policy with regard to maximum ship size.

The purpose of this study is to examine factors leading to venture success, emphasizing the role of entrepreneurs as critical in the whole process, based on a sample of women entrepreneurs. Drawing upon the competence-based view of the firm, it examines the effect of entrepreneurial competencies, managerial competencies and reliance on networks toward increased female venture success rates.

A structured questionnaire was allocated to women entrepreneurs to seek respondents’ perceptions. Principal component analysis (PCA) with varimax rotation was undertaken to confirm the constructs’ validity. A hierarchical regression analysis was performed to test the hypotheses.

Networking stands out as having the most significant positive effect on venture success while entrepreneurial and managerial core competencies are both important, with entrepreneurial competencies demonstrating a slightly higher score. Also, years of entrepreneurial experience, entrepreneurial family background and family status prove significant.

The study confirms prior research, highlighting the role of entrepreneurs as central, sharpening understanding of the required determinants of venture success. It further provides new insight into venture success from the perspective of the competence-based theory, highlighting clear-cut competencies.

The study paves the way for the design of entrepreneurial learning programs targeting entrepreneurs and particularly females, highlighting the need for on-going education and educational programs to support entrepreneurs and distinctly women.

The study contributes to the effective management of venture progress and success and provides insight into entrepreneurs and policymakers.